An acquaintance of mine (let’s call him George) is an acknowledged thought leader on a topic that the senior-most executives at a particular company had placed high on their agenda. But the middle managers who contacted George to give a talk balked at his regular speaking fee, instead treating him like “a silicon chip supplier.” This unnamed company had been the gorilla of its market for the past two decades and had gotten used to throwing its weight around, particularly with suppliers that wanted both the positive reputation effects and the volume that came from serving a market leader.
How Arrogance Can Blind Your Transformation Efforts
Don’t let success get in the way of preparing for the future.
November 13, 2012
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Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Innovation and Creativity. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
Unlock your team's curiosity and willingness to take smart risks.